The Machine that Changed the World

AsSiMiLaTeD

Any of you guys read this? It was originally written in 1990, but was released last year with a new forward and afterward. I found it to be a very interesting read.

We're about to make a corporate shift to the Lean Six Sigma approach, and I picked up a few books in preparation of some of the training we're rolling out. Aside from all the discussion of lean and mass production, I find the perspective on the history of the auto industry interesting.

http://www.amazon.com/Machine-That-Changed-World-Revolutionizing/dp/0743299795/ref=pd_bbs_sr_1?ie=UTF8&s=books&qid=1222459371&sr=8-1

steveinaz

Uncle Sam is all over Lean Six Sigma. The gubment will spend a billion dollars to figure out how to save 250 million. Typical, hilarious, predictable. About as smart as the shift from GS payscales to NSPS...it isn't broke, why fix it? Now you have a bunch of people with very little experience in the fields they are scrutinizing for redundancy, without a single input from the people who work those jobs every day. Is there some overlap and redundncy, sure there is--but nothing upper management shouldn't be able to streamline/correct---and should be expected to at their salary. Nooooooo, let's create a committee of dumbasses (usually the people that other people want to get rid of) to pretend like they are doing anything to really address the issues. Again, typical 60 minutes fodder.

zingo

But I thought the printing press was the machine that changed the world?

That would be a very interesting read, thanks.

AsSiMiLaTeD

steveinaz wrote: »

Now you have a bunch of people with very little experience in the fields they are scrutinizing for redundancy, without a single input from the people who work those jobs every day.

If that's the way it's really going then they're not taking the correct approach, and not following the true Six Sigma process.

It's people like that and the consultants that give the Six Sigma program a bad name...

steveinaz

Exactly my point. "They" have attempted to merge my SRA with the warehouse next to me because "you're both warehouses." Ya think? Totally different missions/policies/procedures. They are a property book office, I'm a Mission Stock Record Account. My warehouse does a very unique and limited scope mission--PBO's are general property accountability. Anyone ever asked my opinion of a merger? Or if I feel the total operation could be made more efficient/streamlined? Hell no, I'm just a dumb warehouse guy. Instead we have people upstairs coming up with these "brain childs" because they had a hand receipt once, and that means they understand logistics...christ.

I kid you not, there is ZERO exaggeration in the above.

steveinaz

We had a meeting 2 weeks ago for the latest "warehouse snatch" (we call it), I looked at the committee right in the eye and asked them to tell me one single process that would be improved upon or made more efficient by combining the warehouses...they had NADA. Case closed, for another year anyway.

For a little background, Mission Stock Record Accounts (MSRA's) are created when an activity has a specific need for one. They differ from standard SRA's in that an MSRA has a very focused/limited mission--ours is communications engineering, pre-configuration and installation. By having the MSRA at the directorate level (lowest level), you get the greatest efficiency and cooperation because you are basically working with people only in your activity. SOP's/policies can be enforced, and things run generally smoother because the MSRA is easily "accessible." MSRA's are not meant to be general warehouses. We get equipment direct from commercial vendors, process it, pre-configure, ship and install it, all with people from the same Activity.

dkg999

I went to a presentation at the Pappajohn Center for Business Development in Ames IA and listened to companies such as 3M, Hach Chemical, Sauer-Danfoss, and some others talk about the Lean and Six Sigma processes. The conclusion was basically that after several years of paying consultants and re-directing internal resources to the projects, the only financial gain was to the consultants and they could attribute very little revenue gain or cost savings to the process. In fact, in all cases, over 80% of the ideas generated in the process meetings had been documented as ideas provided by the workers during the previous 6 years.

steveinaz

There ya go. Lean six is designed to lean-out the pocket of the company that brings it's "consultants" on board. Since when should an outside entity understand your business better than you do? Now I can understand in seriously technical fields where they provide experts to help you more efficiently produce your widget, using 6 less steps--something in that capacity.

Since the "dismissing" of middle-management (the ones who would address these issues at the bottom floor, usually seamlessly) 15 yrs ago, now we have to pay someone else to use some common sense and creative streamlining.

sucks2beme

IT's a great concept that can be applied with good results.
Or implemented by idiots resulting in disaster.
We seem to be awash in MBA's looking to make a name for themselves.
What I really need is some really hustling mid-level managers that
know the business. 5 years ago I had them. Now, it's just another
guy that has to have a dictionary just to look up "telecommunications".
Am I close enough to retirement yet?

AsSiMiLaTeD

Once again, what you guys are describing is NOT a correct implementation of Lean Six Sigma. It's unfortunate that people link the situations that you've described with Lean Six because they're mutually exclusive...

sucks2beme

Like religion, many stupid and horrible things are done while invoking
"Lean Six Sigma". I have seeen some really great things come from it.
But somehow, that happens a lot less than it should.
Please, please , please do it right at your company.
Keep us posted!:D

AsSiMiLaTeD

Oh we'll be doing it the right way...and that includes no consultants...

jdhdiggs

As a black belt and a consultant, I'm insulted!

jk... Six sigma is what it is.... Most competent companies already do it (or at least most of it) but under a different name. The only thing I see it adding to most companies is additional paperwork and ego's.

All the 6s teams are is generating an OR/IE team from the current groups instead of hiring someone trained, and hoping they can be brought up to speed on the methodologies.

The bad thing is it's the "hot" thing now which means everyone wants to six sigma everything, even when there is no point. I wonder what the next fad will be...

dkg999

MBA = Makes Bad Assumptions

Those genius MBA's in the financial companies will be coming to a new market close to you :eek:

I have to figure that if 3M finally evaluates their multi-million $ investment in these methodologies and finds the ROI isn't there, and they are one company that has a pretty good track record with integrating consulting and process methodologies, then there are some core issues that can be serious roadblocks to success. YMMV.

At my company we ISO certified our client delivery teams, at a pretty high cost, and in a client survey they virtually laughed at the question as to whether that provided a value point.

These processes can work, as Lean is actually a re-badged logistics process methodology that has been around for decades. It just seems that we invest a lot of money in failed implementations that don't produce the intended value.

AsSiMiLaTeD

So, anyone actually read the book?

kgingras

AsSiMiLaTeD wrote: »

So, anyone actually read the book?

I can tell you who has NOT read it…GM, Ford, Chysler…

I read it shortly after it came out so not the new addition you are referring to. I’d be personally interested to see if Polk Audio is truly a “Lean” manufacturer? Examples of world class: Toyota, Porsche (post 1991 when they were about to close down) interesting to note that when they were on the verge of closing the doors and trying to decide whether to diversify or not that they said no as they wanted to make the best sports cars in the world and yet 10 years on they're making 4wd's, certain companies within Danaher, GE, Rolls, P&Whitney etc etc............

dkg999

Yes, and as a vendor I am on the periphials of the process.